Roger Clapp and JoEllen Calderara from March of Dimes in Vermont, receive check from Ellen Fox, RN, and Kim Summers, Birthing Center assistant nurse manager. The check was for $505 in employee donations to Blue Jeans for Babies day, and Gifford’s sponsorship of the CVT March for Babies in May.
More than 100 Gifford Medical Center employees raised $505 for the March of Dimes by wearing “Blue Jeans for Babies” to work on Friday, March 20, 2015.
Each March the Randolph medical center and its outlying health clinics participate in the fund-raiser, which allows employees who donate $5 to the March of Dimes to wear jeans to work for the day. The March of Dimes is the nation’s leading non-profit organization for pregnancy and baby health. It raises funds through a variety of events to help prevent birth defects, premature births, and infant mortality.
Roger Clapp, executive director of the March of Dimes in Vermont, thanked hospital employees for their participation in the fund-raiser and – as a medical center with a renowned Birthing Center – for their work toward healthy births.
“The March of Dimes recognizes the care and commitment to excellence among the Gifford team that contributes to Vermont’s national lead in preventing premature birth. We’re particularly thankful to be able to reinvest the staff’s fund-raising proceeds to give every baby in Vermont a healthier start,” Clapp said.
Gifford Birthing Center Assistant Nurse Manager Karen Summers and RN Ellen Fox presented the check to Clapp and Jo Ellen Calderara of March of Dimes in Vermont.
Gifford is also a sponsor of the Central Vermont March for Babies walk on Sunday, May 3, 2015 at Montpelier High School. Sign-up online at www.marchforbabies.org or by calling 802-560-3239.
The following article appeared in our 2014 Annual Report.
Board Chair Gus Meyer
What a momentous year it’s been! Things we had been planning for years came to fruition in 2014. Even as these fundamental changes in our organization have taken place, Gifford has maintained its remarkable fiscal stability and continued our steady growth in the proficiency, professionalism, and breadth of service that we provide.
In 2015, we anticipate completion of the nursing home, renovation of the space that Menig now occupies, expansion of mental health and dental services associated with the FQHC, and full implementation of the EMR, along with ongoing commitment to fiscal responsibility and improvement in quality of care.
These accomplishments are all the more amazing because they have been achieved in a very uncertain health care environment. While Governor Shumlin has suspended planning for single payer health care, many other aspects of health care reform continue. For example, accountable care organizations are now in development, with the goal of changing from fee-for-service to covered lives reimbursement.
How these changes get implemented will have profound impact on how medical decisions are made, as well as how and where care is delivered. In the coming year, as we pursue the internal strands mentioned above, we will also maintain our active involvement in the health care reform planning process, working to ensure that Gifford’s patients continue to have the highest quality, locally provided health care possible.
The following article appeared in our 2014 Annual Report.
Flashback to March 2014. Gifford’s switch to electronic medical records, the industry standard, has been in the works for a couple of years. The challenge: To complete the transition before spring 2015, when government penalties are due to kick in. For the shift to occur, providers—doctors and other medical professionals—will have to learn to use the system. This learning will be put to the test in front of patients. A prevailing sentiment: “I was really hoping I’d retire before we got around to doing this.”
“EMR came out of the Affordable Care Act as a sort of a mandate for us,” says Gifford Administrator Joe Woodin. “We had some electronic files and file management in the past, as many hospitals do, but now there’s a clear mandate of completing that loop, and the government has given us economic incentives to do it, as well as economic penalties if we don’t. So like every other hospital in the country, we’ve been passionately working on this for a couple of years.”
When we think of doctors, we think of clipboards and script pads and cheap ballpoint pens. We think of scrawly handwriting. With the shift to EMR, doctors who were used to scribbling notes on charts and sending them to medical transcriptionists were being asked to give up those tools and plug in the data electronically. VP of Finance Jeff Hebert likens the task to mastering Excel when you’ve been doing spreadsheets by hand for years.
“To add more complexity,” says Hebert, “the product was a brand-new one for our hospital vendor; they redesigned it and we were the first to be going live with it. So in addition to my Excel analogy going on with our providers, CPSI was introducing us to a product that they weren’t that familiar with because they had just created it.” Across the health-care system, a piecemeal electronic infrastructure that lacks standardization—unlike, say, the banking system—did nothing to make the task easier.
By March, pediatrics was trained and ready to go. The first wave of physicians began walking into exam rooms hugging their new laptops. Office visits slowed.
“A lot of organizations have found that transitioning to EMR affects their productivity and some of their morale,” says Woodin. “It asks a lot of the providers and the patients. The challenge would be equivalent to going metric or if you were asked to speak a different language.”
Over the summer, primary care joined the campaign. Neurology, surgery, and other specialists stepped up in the fall.
Meanwhile, providers and patients were starting to experience the benefits of the new system.
“Electronic medical records will allow our organization to be fully integrated across the continuum of care, from inpatient to outpatient to pharmacy—the whole thing. And it’s going to allow us to better care for you. If you walk into the ER and you’re a patient in our Bethel clinic, the ER can pull up your record from this morning—it’s already there,” says Rebecca O’Berry, vice president of operations and the surgical division.
“So if you’re a poor historian—meaning, for instance, that you can’t remember what pills you take or whether you’ve had your gall bladder out—or you just know that you saw somebody today and you still don’t feel well, they can pull it up, whereas before we had nothing. If it’s seven o’clock at night, you can’t call Bethel and say, ‘Hey, I need you to pull this record and read to me what happened.’ There’s no delay, no lag time waiting for dictation. For somebody who has had care and needs more care within the next day or two of their last visit, everything’s there, and that’s the beauty of it.”
By the end of the year, providers were settling into their new routine and at least some of the kinks had been worked out of the new system.
“We’ve done a good job,” said Woodin. “We’re working through it. There are always improvements to be made.”
The following article appeared in our 2014 Annual Report.
Members of our Gifford family were recognized at the Employee Awards Banquet on October 18 at Vermont Technical College for their years of service. (Employees are recognized in five-year increments.)
Congratulations to these individuals and thank you to all for your dedication and service.
Rebecca Jo Ward
The following article appeared in our 2014 Annual Report.
A message from Administrator Joe Woodin
FISCAL YEAR 2014 was a transformative one for Gifford as several long-term initiatives came to fruition—efforts that will not only benefit patients but also position Gifford well for the future in an era of health-care reform.
In November 2013, a very excited Senator Bernie Sanders called to say that Gifford had been designated a Federally Qualified Health Center. What we qualified for were federal funds that provide greater access to primary care—including dental and mental-health services—for Medicaid patients and the uninsured. By July, after a lot of hard work by our administrative team, we were ready to start drawing on those funds.
The Gifford Retirement Community now under construction in Randolph Center passed its final regulatory hurdle a month before the senator’s phone call, and ground was broken in the spring. Add to these developments the hospital’s conversion to single-patient rooms and Gifford’s transition to electronic medical records and you can see why we’ve titled this report “Building for the Future.” In the following pages, we discuss the new developments and relate them to the changing health-care landscape.
Last but not least, Gifford “made budget” for the fifteenth year in a row, a feat not replicated by any other hospital in Vermont. Achieving its state-approved operating margin is an indicator of Gifford’s health as a medical center, community organization, and employer, and credit for this achievement goes to the entire staff.
Dr. Elisabeth Nigrini has joined Gifford Health Care, expanding the comprehensive women’s health care team to three Ob/Gyn doctors and four certified nurse midwives.
A native of Pittsburgh, PA, Nigrini discovered early in life that she enjoyed teaching, working with people, and that she had a particular interest in women’s issues. She mentored adolescent girls as an undergraduate at Swarthmore College, was awarded a graduate fellowship in public affairs, and has volunteered with counseling hotlines and in women’s shelters.
In the field of women’s health she found a career that combined her driving interests. “In my third year of medical school I did a rotation in obstetrics and it was so rewarding,” she said. “I found a way to combine medicine with my commitment to public service, mentoring, and working with women.”
Nigrini has worked with underserved women in Tanzania and the United States, and had additional training in maternal-fetal medicine at Johns Hopkins University. She likes helping women through their labor and delivery experience, and most enjoys establishing continuing care relationships with her Ob/Gyn patients.
“Working with women’s health has an educational component that I enjoy because I feel I can have an impact,” said Nigrini. “People are willing to make changes when facing transitional periods. A woman may quit smoking when pregnant, or be more open to information about lifestyle changes—these things can impact an entire family.”
The move to Randolph is an especially good fit for Nigrini and her family. Her husband, Andy Erickson, MD, is also working at Gifford and they both wanted to practice medicine in a hospital where they could establish ongoing relationships with their patients. They also wanted to raise their two young daughters in a small community where they could enjoy the outdoors.
Board-certified by the American Board of Obstetrics and Gynecology, Nigrini brings a set of skills and experience that enhance the comprehensive approach of Gifford’s women’s care services, particularly for women with complicated or higher risk pregnancies. She is currently accepting new patients. Call her at Gifford Ob/Gyn & Midwifery at (802) 728-2401.
Susan Tubens, PA-C, has joined Twin River Health Center’s team, adding primary care to their patient-centered urology and OB/Gyn practices.
In 27 years as a physician assistant, Tubens has cared for patients with medical needs ranging from trauma to ongoing primary care. She and her husband, Gifford Obstetrician/ Gynecologist Sean Tubens, moved from Florida to Bethel, Vermont, after searching for a small and friendly community where they could practice medicine and enjoy the outdoors.
Primary care is a special interest of Tubens, who notes that an ongoing relationship with a provider who knows a patient’s health care goals and history can help them stay healthy. A strong believer in preventative medicine, she looks forward to caring for families in the White River community.
Tubens is currently seeing patients at the Twin River Health Center on North Main Street in White River Junction. Call 728-2777 to schedule an appointment today.
The following article appeared in our 2014 Annual Report.
Family nurse practitioner Christina Harlow shares a laugh with Mary Williams of Randolph Center during a recent visit.
A family unable to afford dental care. An uninsured mother-to-be. A loved one suffering from depression. These are some of the people who will be helped by Gifford’s new status as a Federally Qualified Health Center.
The memo to staff was dated November 7, 2013, and sprinkled with exclamation points. It came from administrator Joseph Woodin and was entitled “A Must Read!” The message: Gifford had just been named a Federally Qualified Health Center (FQHC)—an event that Woodin characterized as “some of the biggest news I have ever shared with staff since working at Gifford!”
Christina Harlow consults with family medicine physician Dr. Marcus Coxon.
The FQHC designation is a coveted one, opening the gate to a stream of federal dollars for primary care. The funding comes from the Health Resources and Services Administration (HRSA), the primary federal agency for improving access to health-care services for people who are uninsured, isolated, or medically vulnerable. Of particular interest to Gifford: support for dental care and mental health services for Medicaid patients and the uninsured.
“This assistance from the federal government allows us to develop programs for dentistry, psychiatry, and mental health that are hugely important for the community,” says Medical Director of the Hospital and Medicine Divisions Dr. Martin Johns. “It also allows us to place a bigger focus on primary care. It means we can take better care of our Medicaid patients, offering them services that we couldn’t before because of finances, and that’s huge.
“We’re finding out almost weekly that we can offer things to patients that we didn’t even know about, let alone have the capacity to apply for. The designation was designed to help small groups of physicians serving in rural communities. Our mission has always been that.” To qualify for FQHC status, a community health center must be open to all, regardless of ability to pay. It must offer a sliding fee scale with discounts based on patient family size and income in accordance with federal poverty guidelines. The federal money is intended to offset these obligations.
Over the past year, Gifford has laid the groundwork necessary to begin drawing on those funds. Among the steps: conducting a search for a psychiatrist to join the medical staff, working out agreements with area dentists to provide care to Medicaid patients, and completing a transition to electronic medical records.
“HRSA is really concerned that they make these health centers as feasible as possible,” says VP of Finance Jeff Hebert, “so there’s a lot of grant opportunity that impacts our financial stability. We get support every year as long as we keep up with the requirements.
“Probably the biggest benefit is that we get bigger reimbursement for our Medicaid patients. Reimbursement is cost-based, and not fee-based, so instead of paying a percentage of the fee for x, y, and z, the government looks at how much it costs to provide those services. It’s a better reimbursement methodology for Medicaid.” Other perks of the designation are: insurance coverage for primary care physicians and relief from staggering medical-school debt, a powerful recruitment incentive.
IF IT WALKS LIKE A DUCK
The new FQHC designation allows primary care physicians like Dr. Marcus Coxon (left) to offer Gifford patients increased access to mental and dental health services.
The Gifford model is an unusual one: a community health center with satellite clinics and a small hospital at its hub. As such, it provides both primary and critical care to a rural population. It would thus seem eligible for both FQHC funding and the benefits it receives as a Critical Access Hospital, a designation conferred in 2001. But would the feds see it that way?
The FQHC “duck test” was a laborious application process that involved many hospital departments and years of preparation, followed by months of waiting. With acceptance, Gifford the health center became the “parent” of Gifford the hospital—one of only three FQHC/CAHs in the country.
“Our primary-care services—which include internal medicine, family practice, pediatrics, and ob-gyn—are all part of that community health center parent,” explains Woodin.
“The concurrent designation is tremendous for us,” says Johns. “It enables us to provide the most possible benefit to the community while being a small hospital, and it protects us from a lot of the changes going around the state and the region with regard to accountable care: As an FQHC, we cannot be purchased by or absorbed by a larger organization.”
“I look at health-care reform as being primary-care focused,” says Hebert. “It’s that primary-care provider who keeps you healthy and works with you to make sure you as a patient are getting what you need. If you’re prompting that patient to come in for a physical, and to develop healthy behaviors, you’re going to keep that patient a lot healthier at a manageable level than a model that doesn’t focus on primary care. I use myself as an example of what not to do: I only go to a health-care provider when I get to the point when I’m ready to go into the hospital and that’s an extremely expensive proposition. It’s not as efficient, and you as a patient aren’t as satisfied because you’re looking at a long recovery time. By making Gifford Health Care the parent of our organization, we’ve set ourselves up for the future, and I feel we’re in a really good place.”
After eight months of administrative work, Gifford was ready to start drawing on its new funds. The first bill went out in July. “It’s probably going to take most of 2015 to really understand all the levers and dynamics,” says Woodin.
“My thanks and appreciation go out to the staff behind the scenes who made this happen. It was a huge amount of work, and yet strategically, it positions us well, given health-care reform both in the state of Vermont and nationally. It helps us to have the right focus again around primary care, taking care of Medicaid and the uninsured, and looking to build from there.”
Podiatrist/sports medicine advocate celebrated for His 12 years at Sharon Health Center
Gifford staff gathered on March 25 to celebrate podiatrist Dr. Rob Rinaldi’s 12 years of service to an expanding community of athletes, and to wish him well as he transitions to new roles in the organization.
The party featured a cake shaped like a foot, lots of foot jokes, and heartfelt stories about Rinaldi’s many contributions and roles at Gifford: as generous mentor, sports medicine advocate, surgeon, and the force behind the very successful Sharon Health Center and sports medicine clinic.
“I flunked the first time I retired!” Rinaldi quipped, explaining that he missed seeing patients when he left a thriving Connecticut practice and retired to his farm in Chelsea in 2000. So when Gifford Administrator Joe Woodin approached him about expanding sports medicine at Gifford, he was receptive: “I didn’t want to sound too anxious, so I said yes!”
Rinaldi helped design the first phase of the Sharon Health Center, which opened in 2005. By 2008 a 2,200 square foot expansion was added to accommodate the thriving sports medicine clinic, and a final planned 2,600 square foot expansion was added in 2014.
Today, athletes come from all over the Upper Valley to the center, which includes a physical therapy gym space; x-ray technology and mounted flat screens for reviewing radiological exams; physical therapy treatment rooms; and a state-of- the-art gait analysis system. The sports medicine team includes: Michael Chamberland, DC (chiropractic/sports medicine); Paul Smith, DPM (podiatry/sports medicine); Nat Harlow, DO; and Peter Loescher, MD (sports medicine); and a team of physical therapists.
“Rob brought years of business experience to the creation of Sharon Health Center,” Woodin said. “But he also brought his pride in what he does, and his entrepreneurial spirit to Gifford.”
The stories Rinaldi’s colleagues told described a generous and compassionate mentor: “Rob was the voice of wisdom, the one people came to when facing some sort of challenge,” said Vice President of Surgery Rebecca O’Berry.
Although he will no longer be seeing patients, Rinaldi will continue to serve on administrative committees at Gifford, and will work with residents at the new Menig Nursing Home when it opens this spring in Randolph Center.
109th Annual Meeting celebrates forward-looking growth in programs and facility
Administrator Joe Woodin answers questions during Gifford Medical Center’s 109th Annual Meeting.
Nearly 100 community members gathered Saturday night for “Building for the Future,” Gifford Medical Center’s 109th Annual Corporators Meeting.
Reporting on an exciting and transformative year, administrators and board members highlighted the implementation of several long-term initiatives:
The new Menig Nursing Home, looking out over the green mountains in Randolph Center, will open—on time and on budget—mid-May 2015.
The hospital wing vacated by Menig will be converted into state-of-the-art private patient rooms to offer privacy for provider consultations and family visits, and to accommodate medical technology at the bedside.
A new organizational structure, created to reflect Gifford’s new Federal Qualified Health Center designation, will allow Gifford to offer enhanced preventative, dental, and behavioral health services to our patients.
“It’s been an extraordinary year,” Gifford Administrator Joe Woodin stated. “These initiatives strengthen the services we offer our patients and also position Gifford well for the future in an era of healthcare reform.”
Moving forward while making budget for the 15th consecutive year
After presenting the annual hospital report and a brief update on the uncertain state of Vermont’s healthcare policy, Woodin noted that Gifford has maintained ongoing fiscal stability while pushing ahead with these forward-looking initiatives. For the 15th consecutive year Gifford has made budget and achieved its state-approved operating margin. The culmination of years of research and planning, each of these new projects reflect Gifford’s commitment to providing quality community care for years to come.
New $5 million capital campaign launched Lincoln Clark, board treasurer and co-chair of the “Vision for the Future” campaign, announced the launch of the public phase of the $5 million capital campaign.
“As of tonight this campaign is no longer silent,” Clark told the group. “It has been a remarkable experience—we started two and a half years ago with a vision, research, and a community survey. We decided then to wait until we raised 60 percent before going public, and we’ve exceeded that goal. We hope to reach the campaign’s $5 million goal by December 31st of this year.”
The “Vision for the Future” campaign supports the hospital’s conversion to industry-standard private patient rooms, and the construction of the new Menig Nursing home in Randolph Center. Menig, one of only twelve nursing homes in Vermont to retain a five-star rating from the Centers for Medicare and Medicaid Services, will anchor the new Morgan Orchards Senior Living Community in Randolph Center.
Panel presentation describes a Gifford ready for tomorrow’s healthcare needs
A panel presentation looked at four recently implemented changes that will help Gifford provide for future community healthcare needs:
Dr. Martin Johns, medical director for Gifford’s FQHC and hospital division, talked about building the behind-the-scenes administrative structure now in place that will help Gifford provide expanded preventative, dental, and behavioral health services as a Federally Qualified Health Center.
Dr. Lou DiNicola, pediatrician, described the challenges staff faced while transitioning to a federally mandated Electronic Medical Record system. Now that the transition is complete, the benefits are clear: greater efficiency and improved patient care.
Alison White, vice president of Patient Care Services, talked about how important private patient rooms are for provider consultations, improved patient care, and how they will help bring medical technology to patients’ bedside.
Linda Minsinger, executive director for the Gifford Retirement Community, talked about plans for the new Morgan Orchard Senior Living Community in Randolph Center.
Gifford scholarships and awards presented
Bailey Fay was awarded the Dr. Richard J. Barrett Health Professions Scholarship, a $1,000 award for a Gifford employee or an employee’s child pursuing a health care education. Laura Perez, communications director of the Stagecoach Transportation Services, accepted the $1,000 Philip D. Levesque Memorial Community Award, given annually in recognition of his personal commitment to the White River Valley.
Retiring board member Randy Garner was presented with a gift to honor his 12 years of service at Gifford Medical Center’s 109th Annual Meeting. Vice-President of the board Peter Nowlan looks on.
For the second year of a two-year commitment, the $25,000 William and Mary Markle Community Grant was given to schools in Gifford’s service area to promote exercise and healthy eating and lifestyles.
Board of trustees and directors election and service recognition
During the corporators business meeting, retiring member Randy Garner was presented with a gift to recognize his 12 years of service, and retiring board member Fred Newhall was recognized for his three years of service.
The following slate of new corporators were elected: Brad Atwood (Sharon); Rob and Linda Dimmick (Randolph Center); Dee Montie & Murray Evans (Brookfield); Joan Goldstein (South Royalton); Kelly Green (Randolph); Kate Kennedy (Braintree); Doreen Allen Lane (Berlin); Larry and Susan Trottier (South Royalton); Clay Westbrook (Randolph)
The following were elected officers of the board of directors: Gus Meyer, chair; Peter Nowlan, vice chair; Barbara Rochat, secretary; Lincoln Clark, treasurer.